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An unsuccessful consulting intervention is often to an extent the result of unmet or uncommunicated expectations of the mental health administrator as to the what, when, where, and how of the consultation. while following the preceding guidelines is no guarantee of success, the evidence is clear, both from research (such as the Larsen study) and the experience of practitioners (such as Swift, 1981), that active planning and participating in consulting efforts by mental health administrators and their staffs greatly increases the chance for impact. When dollars for consulting are few, and the need for consulting services is great, the extra effort such involvement entails merits serious consideration. © 1972 the Association of Mental Health Administrators.

关键词：卫生设施负责人员精神卫生服务/组织和管理转诊和会诊美国

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Mental health services in China

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Epidemiologia e Psichiatria Sociale 2000年第2期9卷 84-88页

作者： Phillips, M.R. Beijing Hui Long Guan Hospital Research Center of Clin. Epidemiol. Beijing 100096 China

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Monitoring mental health contract services: A management approach

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Journal of Mental Health Administration 1984年第2期11卷 34-37页

作者： Karnes, Fenton R. the Kern County Mental Health Department Bakersfield California United States

Kern County Mental Health Department's managerial approach to contract monitoring has contributed in large part to its successful utilization of contracts. The monitor's linking role as coordinator, consultant and communicator has provided a comprehensive system designed to maintain program integrity in a positive, non-punitive fashion. Agencies are given opportunity through a Contractor Satisfaction Survey to relate their perception of the contracting relationship. A definitive policy of management of contractual non-compliance objectively outlines progressive steps to be taken which reduces subjective judgments by the monitor. Through this mechanism, Kern County has maintained long term contracts with a multiplicity of mental health, alcohol and drug abuse providers and provided quality care to its residents. © 1972 Association of Mental Health Administrators.

关键词：加利福尼亚合同业务/标准财务管理/标准管理审计精神卫生服务/组织和管理

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Managerial credentials: The comfort of familiar traps

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Journal of Mental Health Administration 1981年第1期8卷 6-7页

作者： Carver, John Quinco Consulting Center Columbus Indiana United States

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Improving the record-keeping performance of direct service personnel

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Journal of Mental Health Administration 1984年第2期11卷 4-7页

作者： Christian, Walter P. Norris, Mary B. Anderson, Stephen R. Blew, Priscilla A. Human Development University of Kansas United States the May Institute Chatham Massachusetts United States

Record review procedures and contingent performance feedback were used to monitor and improve the record-keeping performance of human service staff in a behavioral residential treatment setting. A multiple baseline design was employed across three groups of B.A.-level human service personnel. The study consisted of five conditions: (1) Baseline 1;(2) Written Instruction·(memoranda);(3) Written Performance Feedback;(4) Verbal Performance Feedback;and (5) Baseline 2 (return to the Baseline 1 condition). Dependent measures included highly reliable ratings by independent observers of the (1) essential documents present in case records, (2) documents appropriately located/organized in case records, and (3) an overall rating of documents present, correctly organized, signed and dated, and not duplicated in the records. Results indicated that the procedures most frequently used to provide feedback to human services personnel-meetings, policy and procedure mannuals, and/or written memoranda-were not as effective as verbal feedback sessions in prompting staff participation in case record maintenance. Findings were interpreted to suggest that, with adequate training, supervision, and performance appraisal, direct service personnel in residential treatment settings can effectively manage clients' case records and become more involved in, and committed to, accountability and quality control. © 1972 Association of Mental Health Administrators.

关键词：雇员能力评定病案/标准精神卫生服务/组织和管理人员管理美国

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Things they didn't teach in clinical training

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Journal of Mental Health Administration 1982年第1期9卷 21-23页

作者： Wood, William J.

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A consumer-designed model of continuing education for administrators

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Journal of Mental Health Administration 1981年第1期8卷 27-29页

作者： Silverman, Wade H. Rydman, Robert J. University of Illinois School of Public Health Chicago Illinois United States

Mental health administrators can design for them-selves a training experience which is both interesting and educational. Futhermore, such a consumer designed curriculum and format can be generalized to a broader representation of mental health administrators, evidenced by the satisfaction ratings given to the second conference. Conference participants were drawn from thirty agencies and several disciplines. Ratings were not related to years of experience nor to judged similarity in ideological orientation between the respondent and other conference participants. It is interesting to note that in terms of training needs, the planning participants identified more strongly with their administrative roles than with mental health per se. Only two of the eight topics chosen related directly to mental health. Thus the training model and program content may have broader application to administrators in other health related fields. In conclusion the consumer designed model for continuing education for administrators is a concept worthy of further pursuit. Administrators are willing to design and attend such programs. They rate these experiences as satisfying, relevant, and contributing to their knowledge of the field. Administrators are also willing to support the model through registration fees, by recruiting trainees, and as consultants to future training efforts. As a further step in generalizing the consumer designed model, the Continuing Education Program is now evaluating its use in improving service systems. Mental health centers have become the consumers who design training programs tailored to their individual needs. Training intervention is then employed in order to make their specified changes in service delivery. © 1972 Association of Mental Health Administrators.

关键词：课程教育继续卫生设施负责人员/教育伊利诺伊精神卫生服务/组织和管理模型理论

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From manager to leader: The need for preparation

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Journal of Mental Health Administration 1985年第2期12卷 1-4页

作者： Kueteman, K.B. planning at Central State Hospital Norman OK United States

Just as there is a need to ensure that basic administrative skills are acquired by individuals assuming administrative positions, there is also a need to ensure that advanced administrative skills are acquired by individuals assuming chief executive positions. There are three areas of responsibility central to the CEO position: image setting;motivation;and people developing. Developing and implementing a CEO development program that incorporates both didactic instruction and guest lecturers is recommended. Establishing an alumni group comprised of graduates of the program is also recommended to enhance the knowledge and skills acquired in the CEO development program. The Association of Mental Health Administrators is the recommended sponsor of such a program because of its national standing, purpose, certification program, and composition of membership. While developing and implementing this program will require many hours of planning, organizing, coordinating, and directing, its importance and necessity cannot be denied in today's political and economic environment. © 1985 Association of Behavioral Healthcare Management.

关键词：卫生设施负责人员领导精神卫生服务/组织和管理人员开发/方法美国人类

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